Archive for the ‘Executive Corner’ Category

Update – little ditty written a year ago as I jumped back into consulting. interesting how times change as the winds have shifted one year later.

There are times in our lives when everything is just falling right into place, where we see what the future is and how we can attain those things we want. That moment when there is no fear, no concern, and no consternation. You know those times when all is well, and you know exactly how everything is going to turn out. OK, so that time, at least for me, has never existed outside some random romcom found on a late night of Netflix. Instead, we live in a world that sits in a constant state of turmoil presenting us with a myriad of choices on a moment by moment basis that, if not looked at with depth and detail could surely lead to our ultimate demise. This is no more apparent in our lives that when looking at a career path. Every step in that path is fraught with danger, do you take the next job, do you take on that project that could lead you to the next level, or could lead you to, once again, ruin? These choices are not something that we, as adults, can take lightly, but, also, there is no roadmap to really guide us along the way. Sure, there are all the books, all the articles on what it takes to get ahead, but when it comes right down to it, not one of us has the exact same path. And, along with our different paths, there are other people involved in all those decisions. For some, it’s family, some it’s people they work with, or worked with and then there are those uncontrolled random influences that come along and can screw up the best-laid plans and idea. The song “Jamaica Mistaica” by Jimmy Buffett comes to mind in this scenario. For the uninitiated, the song is about a great trip flying his seaplane into a secluded harbor in Jamaica only to be fired upon by local law enforcement thinking he was a drug smuggler. All he wanted was a cheeseburger by the bay and they ruined his plane and his day.

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Originally published on IDC.com

By 2019, 60% of CIOs will complete infrastructure and application re-platforming using cloud, mobile, and DevOps, clearing the deck for accelerated enterprise digital transformatiopredictions

As digitally-fueled disruptors continue to roil and reshape businesses and industries, the clear mandate for every enterprise is to reimagine and reconstruct itself to compete in the increasingly digital economy that’s platform powered and ecosystem enabled. To help CIOs and senior IT executives through this period of multiplied innovation, International Data Corporation (IDC) today published IDC FutureScape: Worldwide CIO Agenda 2018 Predictions (Doc #US41789117). These predictions lay out IDC’s vision for the ten most important shifts that will happen in IT organizations over the next 36 months and will guide senior IT executives in the formation of their three-year strategic IT plan.

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Republished from IDC Community

Enterprise Mobility Management (EMM) has become a mainstay of mobile deployments today and is recognized as a must for any enterpricyberse company. While EMM handles the basics of securing mobile devices and protecting corporate data and assets, it falls short in several areas, included Man-in-the-Middle attacks, Malware, phishing attacks and modified devices (jailbreaking, etc.). For this reason, a new security add-on has taken shape in the industry: Mobile Threat Management (MTM) software. This cutting-edge technology in the mobile space is just now coming into its own and being recognized as a key need by enterprise executives, augmenting EMM to fully secure devices.

IDC sees the mobile threat management market gaining momentum as more enterprises decide that EMM/MDM and native sandboxing and segmentation on mobile operating systems (OSs) are not enough to meet overall mobile threat management needs. According to IDC’s 2017 U.S. Enterprise Mobility Decision Maker Survey, half of U.S. enterprises and SMBs have deployed some form of mobile device security solution — mobile antimalware, mobile threat management, or mobile app scanning. An additional one-third of U.S. businesses not using MTM today plan to deploy this technology in the future.

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Originally published on the IDC Community blog

IDC research shows that a unified approach between IT executives and managers and LOB  and product teams accelerates transformation outcomes, notably around speed, quality, and customer experience outcomes.

By placing emphasis on four core areas: leadership, collaboration, culture, and metrics; enterprise executives can unite IT and LOB to streamline digital transformation (DX). The main goal is to create an environment where the organization can continue changing down the line, minimizing the interruption of workflows, sustain the changes, improve measurement capabilities,  and encourage better integration between and among teams of talent, company culture and policies.

Creating a proper leadership team is the first step to success in DX and that leadership team must consider how participating teams will collaborate and/or integrate. They must push through difficult cultural and political issues that arise during the planning and implementation processes. Further, they need to create the “right culture” that will allow their organization to overcome adverse political, technology and process situations.

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Originally published on the IDC Community blog

In the Part 3 of this blog, we focused on the essential area of effectively allocating different skillsets of the IT organization to further your innovation initiatives. Of course, another key focus is how the IT organization operates.

As more organizations work through digital transformation, they are finding that many existing development practices and processes do not necessarily work in this new phase of computing. This is leading many executives to embrace the idea of Agile development and all the trapping that go with that, including the transformation of their workspaces and the interactions of team members. However, the shift to Agile is not without issues: many organizations are finding that legacy systems, long-time employees, and tried and true processes are often at odds with the new ways of Agile.

IDC’s CIO Sentiment Survey results show that 48% of organizations are still focusing on Waterfall approaches when it comes to legacy application development, with Agile only being used for innovation projects.

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Originally published on the IDC Community blog

After identifying the more strategic role the CIO must take on to face digital disruption of the IT organization in Part 2 of this series, there is the question of utilizing the right talent resources to effectively continue the digital transformation journey.

The DX transition requires specialized talent that isn’t always readily available or accessible within the existing workforce, or within the allocation of the existing workforce. For this reason, it is urgent for CIOs to look at their overall priorities and determine how to best allocate their existing workforce, supplement their workforce with outside vendors, and cultivate changes in their culture that will entice a diminishing workforce.

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Originally published on the IDC Community blog

41% of CIOs prefer to focus on operations rather than face digital disruption: This was the hot button for the previous blog post, The Changing Role of IT Leadership: Part 1 – Leading IT Through Digital Transformation (DX). Our data also shows that the role of the CIO is changing from a support function to a strategic function: 62% of CIOs report to the CEO.

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Originally published on the IDC Community blog

Despite this information, data from IDC’s CIO Sentiment Survey suggest that most CIOs are focusing more on continuing operations than making their mark to cut through the digital disruption — 41% of CIOs prefer to focus on operations rather than face digital disruption. These CIOs are focusing on what they know best and what is low risk, rather than taking on critical challenges such as siloed organizations, resistance to change, or ineffectual corporate cultures to aim for high reward through riskier targets. But successful CIOs are see these targets as attainable and are shifting their focus to effectively win the DX challenges.

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2017predictionsReleased our 2017 CIO Predictions and currently working with my colleagues on a multi-part series diving deeper into where CIOs will be focusing their money and talent this coming year. Check out the full press release and the predictions.

Today’s IT organizations are divided into two camps: those that thrive by effectively leveraging digital technologies, new business models, and entrepreneurial cultures; and those that are saddled by technical debt, plodding business processes, and lack of a digitally-fueled vision for the future. To help CIOs and IT executives successfully lead their organizations through accelerating digital transformation, International Data Corporation (IDC) today unveiled IDC FutureScape: Worldwide CIO Agenda 2017 Predictions (Doc #US41845916).

Full Release

futurescapeBe sure to join me on November 2nd as I discuss our predictions for the future of the CIO with my colleagues. Registration is free! During this webinar we will discuss the key predictions that will impact CIOs and IT professionals over the next one to three years. Senior IT leaders and line-of-business executives will come away with guidance for managing the implications these predictions harbor for their IT investment priorities and implementation strategies.

IDC FutureScape: Worldwide CIO Agenda 2017 Predictions

Hope you can join!